Boardrooms Need To Think About The Automation Of Work

Human being vs automated robot? How many times have you seen a variation on that headline? As always, the temptation to go for one or the other, black or white is lazy thinking - and the real answer is grey, and nuanced.

The U.K. is benefiting from the automation of work, according to new analysis by Deloitte, the business advisory firm. Boardrooms have a lot to think about here, and to realize that it is also urgently about best corporate governance.

It seems that some U.K. boardrooms are doing just that. Angus Knowles-Cutler, Deloitte's Vice-Chairman, tells me today he has been asked to "corporate strategy" days for clients to use the research as a stimulant for discussion. "The impact of technology on the workforce has gone right onto the agenda for the boardroom," he says.

The Deloitte research "From Brawn To Brains - The Impact Of Technology On Jobs In The U.K." says "on average, each job created in one of the fastest-growing lower-risk occupations pays approximately £10,000 ($15,500) more than the higher-risk, routine job they replace. " It estimates that, in total, these new jobs have added a net £140 billion ($217 billion) in value to the U.K. economy.

In fact, its work "shows that every region and nation of the U.K. has benefited from technology" says Deloitte. In every part of the U.K., "routine jobs at high risk of automation have declined but have been more than made up for by the creation of lower-risk, non-routine jobs" it adds.

"The key thing from a business point of view is to look ahead for the five to seven year term, and see what skills will be needed. That isn't always an easy thing to do. (U.K.)Business needs to work with educators and universities to establish the skills that are needed for the future. The survey results suggest digital know-how is needed, but so is creative problem solving - which means we need a mix of cognitive and creative skills," says Mr Knowles-Cutler.

Across the community surveyed by Deloitte, most stated that they would need "more digital know-how, new management and leadership skills, creativity, entrepreneurship and the ability to solve complex problems."

Looking at his own children, aged 15-17 today, Mr Knowles-Cutler predicts they are likely to do four or five different jobs (as opposed to having different employers) in their lifetime. We have to realize, he says, that it is not just about technical skills but about having a different attitude to a world of "continuous learning."

Corporate leadership, he suggests, is in need of changing its style and its competencies. Businesses born out of technology - such as Google, or Uber -have shown a certain agility in how they best use their workforce. Responding and changing constantly is the new imperative.

Britain is well placed to meet the challenge. “The U.K. has the highest proportion of graduates in the workforce in Europe, six of the top 20 universities in the world, and is already a world leader in the sectors likely to be at the forefront of future growth – such as technology, high-tech manufacturing and financial and professional services. This bodes well for the U.K. in dealing with the impact of technology on jobs, as it always has done," says Mr Knowles-Cutler.

It seems that better communication and collaboration between business, government and educators is - as always - key for better business and the best deployment of that ultimate resource: creative human talent.